The document discusses leadership traits, attributes, skills, and competencies essential for success in a global context. It emphasizes the importance of a competency-based approach to identifying and nurturing future leaders and outlines key challenges faced by leaders, such as motivating others, managing change, and stakeholder management. Additionally, it highlights the significance of developing effective communication, cultural awareness, and inclusive behaviors among global leaders.

1. Leadership Traits, Attributes, Skills,
Competency for Global context
Welcome
Module 3

2. Leadership Traits, Attributes, Skills, Competency for Global context
Overview
This week, we will look at How can a leader achieve success? Leadership competencies are
characteristics and practises that assist people in performing better. Adopting a competency-
based approach to leadership allows organisations to more effectively identify and nurture
the next generation of leaders. Key leadership traits and global competencies have been
created among researchers. However, new leadership competencies should be developed
in response to future company trends and strategies. While some leadership skills are
required for all enterprises, in order to obtain a competitive advantage, an organisation
needs also identify the leadership attributes that are unique to that enterprise. Strong
leaders exhibit specific behaviours, skills, and qualities, such as upholding high moral
standards, creating a secure workplace, allowing others to self-organize, and so on. They
also foster a sense of community and belonging among employees, are open to new ideas
and experimentation, and are committed to the intellectual and professional development of
their employees.

3. Agenda
1. Analyse the different Leadership Traits in Organisational Context
2. The Attributes that makes a strong leader
3. The Core skills that are required to management the Organisation
4. The Competency that are essential for successful leader
5. What are the various challenges faced by the leaders

4. Agenda 1- Analyse the different Leadership Traits in Organisational Context.
Leadership is individual's or an organization's ability to guide individuals, teams, or organisations toward
the achievement of goals and objectives. It serves an important role in management by maximising
efficiency and achieving strategic and organisational goals. Leaders inspire others, provide guidance,
boost morale, improve the workplace environment, and take action.
1. Intelligence
2. honesty
3. self-confidence
4. appearance
5. temperament
6. abilities
7. needs
8. values

5. 1. The Trait Approach to Leadership (called as great man theory)
Great man theory An approach to leadership study, popular prior to 1950, that focused
on the traits of individuals who were thought to be great men.
Agenda 1- Analyse the different Leadership Traits in Organisational Context.
Traits
Personality:
The combination
of qualities and
characteristics that
form an individual’s
distinctive
character.
Self-confidence:
Realistic certainty
in one’s own
judgment, ideas,
ability, power,
decision making,
and skills.
Temperament:
A person’s nature,
particularly
with regard to
emotionalism or
excitability.
Ability:
Possession of the
manner or skill to
do something.
Value:
An attitude or
belief dealing with
ethics, morals, or
what is right and
wrong.

6. Agenda 1- Analyse the different Leadership Traits in Organisational Context.
According to the SHRM Competency Model, one of the most important factors for HR professionals to achieve
success is leadership proficiency, which is demonstrated in navigating the industry landscape, fostering cooperation,
driving results through strategic planning and execution, and ethically practising corporate responsibility.
Inspires and motivates others
Displays high integrity and honesty
Solves problems and analyzes issues
Drives for results
Communicates powerfully and prolifically
Builds relationships
Displays technical or professional expertise
Displays a strategic perspective
Develops others
Innovates

7. 1. According to the SHRM Competency Model, one of the most important factors for
HR professionals to achieve success is leadership proficiency, which is demonstrated
in navigating the industry landscape, fostering cooperation, driving results through
strategic planning and execution, and ethically practising corporate responsibility.
Agenda 2- The Attributes that makes a strong leader.

8. 1. Project Credibility: To project credibility, global leaders must master a pivot, demonstrating authority in a
format familiar to senior executives in the West (the vertical pivot), while prioritising emotional intelligence
with stakeholders in local global markets (the horizontal pivot).
2. Be Inclusive: Creating value by unleashing ideas, encouraging collaboration, and resolving problems
across distance and difference necessitates a shift in management methods from command-and-control
to inclusive behaviour. Asking questions and listening carefully, providing actionable feedback, facilitating
constructive arguments, accepting advice and implementing feedback, maintaining regular contact with
team members, and sharing credit for team success are all ways to accomplish this.
3. Effective Communication (Even Virtually): Global leaders must be able to communicate not only with
their teams but also with global headquarters. Communication abilities must be honed to a higher level of
sophistication.
Agenda 2- The Attributes that makes a strong leader.

9. Agenda 2- The Attributes that makes a strong leader.
4. Cultural Awareness: When corporations establish manufacturing plants or distribution centres in foreign
countries, company leaders must consider the local cultural practises and values.
5. Broadened Networks: The value of networking with people from other departments or even other
companies cannot be overstated. A well-connected leader is an effective leader. Networking at the global
executive level entails a global leader focusing on collaboration in all directions, horizontal and vertical,
rather than managing in a vertical sense, from subordinate to superior.

10. 1. Global management skills combine knowledge of business, culture, history, and
social practises to assist businesses in finding their niches in the international
business community and working successfully with other cultures.
2. The soft skills such as influencing, collaborating, and thinking adaptively were critical
for employability and success in international business. Overseas experience ; Deep
self-awareness; Sensitivity to cultural diversity; Humility; Lifelong curiosity; Cautious
honesty; Global strategic thinking; Patiently impatient.
Agenda 3- The Core skills that are required to management the Organisation.

11. Agenda 3- The Core skills that are required to management the Organisation
Skill
The ability to
perform activities
in an effective
manner.
Technical skills
Skills relating to
the use of things,
such as tools and
equipment.
Interpersonal
skills
Social skills and
skills involving
people.
Conceptual skills
Skills that are
cognitive in nature
and based on
concepts and
ideas.
SHRM Competency Model: Leadership and Navigation, Ethical Practice, Business
Acumen, Relationship Management, Consultation, Critical Evaluation, Global and Cultural
Effectiveness, Communication.Consultation, Critical Evaluation.

12. 1. Developing successful global leaders provides multinational corporations with a
competitive advantage. In addition to essential leadership competencies, global leaders
face unique challenges that necessitate additional skills. To clarify, a global leader is
commonly defined as someone who cultivates business in a foreign market, establishes
global business strategy, and manages globally diverse and dispersed teams.
2. Managing a diverse group of employees and business processes; adapting to new
values and cultures; and adapting to various types of business and personal stressors
are some of the challenges that global leaders may face.
Agenda 4 - The Competency that are essential for successful leader.

13. 1. Open-minded and flexible in thought and
tactics
2. Cultural interest and sensitivity
3. Able to deal with complexity
4. Resilient, resourceful, optimistic and
energetic
5. Honesty and Integrity
6. Stable personal life
7. Value-added technical or business skills
Agenda 4 - The Competency that are essential for successful leader.
8.Being Authentic
9.Having Leadership Courage
10.Leveraging Empathy
11.Using Inclusive Communication
12.Building Relationships
13.Shaping Culture.

14. 1. Global leaders must manage people across distance, cultural differences, technology,
time zones, and in highly complex matrix and global organisation structures.
Agenda 5- What are the various challenges faced by the leaders.

15. Agenda 5- Challenges faced
1. Improving Efficiency.
This leadership challenge is about developing the necessary skills to be more effective at work,
such as time management, prioritisation, strategic thinking, decision-making, and getting up to
speed on the job.
2. Motivating Others
This is the challenge of inspiring or motivating team members to be satisfied with their jobs and
to work more efficiently.
3. Employee Development
This is the challenge of effectively developing others, including coaching and mentoring.
4. Team Leadership
Another significant challenge is team-building, team development, and team management.
Specific leadership challenges associated with this include how to instil pride, provide support,
effectively collaborate, lead a large team, establish team norms, and what to do when taking
over a new team.
5. Managing Change.
Being a successful change leader is difficult due to the difficulty of managing, mobilising,
understanding, and leading change. It is necessary to understand how to mitigate
consequences, overcome resistance to change, and deal with the reactions of team members to
change.
6. Stakeholder Management
The final leadership challenge is to manage relationships, politics, and image in the workplace.
Obtaining managerial support, managing up, influencing others, and obtaining buy-in from other
departments, groups, or individuals are all examples of this.

16. 1. Understanding the impact of a specific language and culture on their organisation.
2. Obtaining the trust of multiple stakeholders, both internal and external to the company.
3. Valuing and respecting different points of view
4. Identifying key tasks and committing to achieving company goals while maintaining
relationships.
5. Having a proper sense of humour, that is, understanding how something can be funny
in one culture but offensive in another.
To conclude

17. Learning from the Module
1. Analyse the different Leadership Traits to be developed in managing the
Organisation.
2. The Essential Attributes that makes a strong leader.
3. The Core skills that are required to management the Organisation and the
Human Resources
4. The Core Competency that are essential to be a successful leader
5. The various challenges faced by the leaders and how to manage them

18. References
Gutterman, A. (2019) Practicing Leadership, Business Expert Press
Sources:
• Global Leadership and Cultural Differences – http://www.hfi.com/articles/global-leadership-
cultural-differences
• Leaders Need Flexibility To Manage Complexity – https://www.ft.com/content/
9a7db386-0c87-11e1-88c6-00144feabdc0
• How Leaders Create And Use Networks – https://hbr.org/2007/01/how-leaders-create-and-use-
networks
• How Companies Can Benefit From Inclusion – https://www.forbes.com/sites/danschawbel/
2012/05/13/how-companies-can-benefit-from-inclusion/#9f4e4f5223d0
• Seven Characteristics of Global Leaders – http://futureofcio.blogspot.com/2012/12/seven-
characteristics-of-global-leader.html

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